Unlocking SME innovation success through sequenced collaboration
研究了106家欧洲中小企业在创新项目中如何顺序安排开放式创新活动，发现成功企业早期引入研发服务商并优先内部开发，后期转向合作与外部开发，而失败企业过早依赖外部开发。
Abstract This study examines how small and medium-sized enterprises (SMEs) sequence their open innovation (OI) activities over the course of individual innovation projects. Moving beyond static firm-level analyses, we explore the dynamics of partner engagement and value capture in 106 European SMEs. Using a dataset of 500 OI activities—termed “OI moves”—we identify patterns that combine partner type and exploitation mode. By comparing more and less successful SMEs, we reveal that sequencing plays a critical role in innovation outcomes. Successful SMEs tend to engage R&D service providers early, prioritize internal exploitation initially, and later transition to co- and external exploitation. In contrast, less successful SMEs rely prematurely on external exploitation and fail to retain value from their innovation efforts. Our dynamic, journey-based approach advances the predominantly static treatment of OI in prior research by operationalizing OI as sequences of linked activities rather than isolated collaboration choices. This enables us to identify a limited set of recurrent pathways associated with successful outcomes, as well as distinct pathways that consistently lead to unsuccessful outcomes. We also highlight the underexplored role of exploitation modes in OI: not just which partners SMEs engage, but when and under which value-capture logic . The sequencing of internal, joint, and external exploitation emerges as a key differentiator between successful and less successful SME innovation strategies. For theory, the study contributes a dynamic process perspective to OI research, demonstrating that value capture is path-dependent and shaped by the temporal ordering of OI moves. For practice, the findings provide actionable guidance of steps for SMEs to follow in order to be successful with OI.